capturing the voice of customer: the role of quality function deployment, lean six sigma, and design...
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Capturing the Voice of Customer: The Role of Quality Function
Deployment, Lean Six Sigma, and Design for Six Sigma in Achieving
Excellence through Baldridge Award
1
www.realleansixsigmaquality.com
LSL USL
Amar Sahay, Ph.D.
Baldridge Quality Award: an overview
Award is given to organizations that have demonstrated outstanding quality in their products, services, and processes.
Categories: manufacturing, service, small business, education and health care.
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Baldridge Quality Award Criteria
Submit an application that details the approach, deployment, and the results of quality activities under the following seven major categories:
Leadership, Strategic Planning, Customer Focus, Information and Analysis, Human Resource (workforce) Focus, Process Management (operations focus),
and Business results. 3
Focus of this presentationThis presentation focuses on one of the major
categories of the Baldridge Quality Award – the customer focus.
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BaldrigeCriteria for Performance Excellence Framework: A Systems
Perspective
1. Leadership
2.StrategicPlanning
3.Customer
Focus
5.Workforce
Focus
6.Operations
Focus
7.Results
4Measurement, Analysis, and Knowledge Management
Organizational Profile:Environment, Relationships, and Strategic Situations
Presentation: Customer Focus
Source: 2011–2012: Baldridge Criteria for Performance Excellence
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Meeting Customer Requirements
We will show how the requirements in the customer focus category of the Baldridge Award criteria can be met by using the proven tools and technologies –
Six Sigma, Lean Sigma, Design for Six Sigma (DFSS), and the Quality Function Deployment (QFD)
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The proven tools in meeting and exceeding customer expectations:
•Six Sigma•Lean Six Sigma •Design for Six Sigma (DFSS), and •Quality Function Deployment (QFD)
These are customer-driven quality approach that aim at meeting or exceeding customer expectations.
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The success of companies depend on:
designing, developing and launching new products/service of superior quality,
getting to the market quickly (reduced cycle time), bringing innovation in products, and most important of all,
understanding the customer’s needs and requirements.
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Six Sigma, Lean, Design for Six Sigma, and QFD are major tools and technologies that have helped companies achieve excellence in designing and developing products and services,
meeting and exceeding customer needs and requirements, and
improving their revenues and profitability by increasing their market share.
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Six Sigma can be described as a business improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and essential for a clear financial return for the organization.
Six Sigma was pioneered by Motorola in the mid-pioneered by Motorola in the mid-1980s and popularized by the success of General 1980s and popularized by the success of General Electric.Electric.
What is Six Sigma?(2 of 4)Six Sigma is a customer focused approach to
create near perfect processes, products, and services all aligned to delivering what the customer wants.
It is a project based approach where majority of projects are selected for measurable bottom line or customer impact; majority of projects are completed within two to six months.
Six sigma projects use well defined set of statistical tools and process improvement techniques by well trained people in an organization.
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What is Six Sigma?(3 of 4)Six Sigma can be viewed asa set of powerful tools for improving
products and processesan approach for improving both the process-
and people related aspects of business performance
“Six Sigma has turned the company’s focus from inside to outside, changed the way we think and train our future leaders and moved us toward becoming truly customer-focused organization.”—Annual Report 2000, GE
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Six Sigma(4 of 4)Six Sigma is a business strategy that
employs well-structured continuous improvement methodology and statistical tools to reduce defects and process variability.
Six Sigma has evolved from a focus on process improvement using statistical tools to a comprehensive framework for managing a business
Six Sigma has been employed in numerous companies to reduce operating cost, eliminate waste, increase reliability, incorporate innovation in products and services, reduce cycle time, and increase productivity.
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Six Sigma and Variation Reduction We quickly learned if we could control
variation, we could get all the parts and process to work and get to an end result of 3.4 defects per million opportunities, or a Six Sigma level. Our people coined the term and it stuck. It was shorthand for people to understand that if you can control the variation, you can achieve remarkable results.
--Interview with Robert W. Galvin, Chairman Emeritus of Motorola, Inc.
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Objective of Six SigmaThe objective of a Six Sigma program is to
reduce the variation in the process to the extent that the likelihood of producing a defect is virtually non-existent. This means improving quality, and meeting or exceeding customers’ expectations.
The improved quality and reliability in products and services leads to higher perceived value, and increased market share thereby increasing revenues and profitability.
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What does ‘sigma’ mean?The term sigma (denoted by the Greek letter,) is
a metric based on the statistical measure called standard deviation and is a measure of variability in a process. A metric is simply a measurement of some quality characteristic for example, percentage of defects.
The term six sigma statistically equates to 3.4 defects per million opportunities. Thus, a Six Sigma process is capable of producing 3.4 defects per million opportunities (DPMO).
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Sigma Level
Nonco
nfo
rmin
g (ppm
)
6543
100000
10000
1000
100
10
1
3.4
233.0
6210.0
66807.0
Nonconforming (ppm) vs Sigma Level
10xImprovement
30xImprovement
70xImprovement
Statistical Basis of Six Sigma
In a Six Sigma process, a shift in the process mean of 1.5-sigma on either side of the mean results into 3.4 nonconforming products per million.
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0
USL
LSL
3.4 DPMO3.4 DPMO
Metrics used in Industry
Metr
ic
Percent (%)
First Pass Yield
Rolled TThroughput Yield (%)
% Good
% Defect
PPM
DPMO
1007550250
806040200
BIC All
11
18
13
73
74
97
3
14
8
32
33
93
Performance Improvement AchievedBIC:Best in Class
(All Values are in Percentage)
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Source: Enterprise Strategies, Technologies Enable Six Sigma, Aberdeen Group, Sep. 2006
Six Sigma in Industries
Industry research and current trend shows that Six Sigma and related methodologies are considered as the most sought after emerging technologies and programs by industries today.
A current industry survey of 600 companies shows that approximately 41% are implementing Six Sigma, and vast majorities of them (approximately 87%) are implementing Lean Six Sigma and related technologies [World Class Manufacturing Report, 2006]. The survey also shows that 72% of the companies acknowledge that Six Sigma and related technologies have increased their profitability [Quality Digest 36].
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Six Sigma SuccessA survey of 2577 quality professionals by Quality Digest on
Six Sigma
“In the two years we have been tracking Six Sigma usage and perceptions, the predominant finding of survey responses is the overwhelming agreement on this methodology as a means to drastically reduce waste and improve productivity. when properly implemented and supported by management, the process yields huge results.
Very few of those who utilize Six Sigma have anything negative to say about it.
The down side reported was the difficulty of implementing it within small companies.
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Percent (%) of Respondents
Pursuing Malcolm Baldridge Awards
Pursuing Shingo Awards
Quality Circles
TQM (Total Quality Management)
Operational Excellence Programs
Lean manufacturing
Six sigma
6050403020100
7
2
14
31
27
56
52%
Quality Programs in Use (2006 Survey)
(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)
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31.0%n and 20% Six Sigma
24.0%20% Lean and 80% Six Sigma
45.0%50% Lean and 5
Category50% Lean and 50% Six Sigma20% Lean and 80% Six Sigma80% Lean and 20% Six Sigma
Relative Emphasis on Lean/ Six Sigma
(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)
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Fact
ors
Driving Q
ualit
y
Percent (%) using Six Sigma
Meet specific quality certification requirements
Meet regulatory and compliance requests
Improve product development and time to market
Improve delivery performance
Meet specific requests for quality defect rates
Provide competitive advantage or differentiation
Drive financial results to bottom line
Improve operational performance to reduce cost
80706050403020100
10
11
24
25
29
48
72
75%
Factors Driving Quality Initiative and Six Sigma Usage
(Source: The Lean Sigma Benchmark Report, Aberdeen Group, September 2006)
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Suppliers Customers Processes (Manufacturing and service processes)
Outputs Inputs
Existing
Business Processes
Six Sigma Methodology
DMAIC
Measure
Analyze
Define
Improve
Control
Improved Business Performance
Improve Quality, Productivity, and Perception Reduce Costs, Increase Market Share, Increase Profitability Exceed Customer Expectation
Key Concepts of Six Sigma Think in terms of customer requirements, critical to
quality (CTQ) characteristics, key business processes, costs of poor quality, and overall strategic objectives.
Ensure that the identified metrics focus on business results and are tied to customer requirements, and CTQs.
Focus on corporate sponsors, project and process owners, and internal and external customers.
Identify and prioritize business impact projects according to expected savings and improved throughput.
Help to overcome resistance to change; obtain the required resources.
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Six Sigma ApplicationsManufacturing – reduce waste, improve
product consistency, reduce variation, improve quality, solve equipment problems, create capacity, improve productivity
Human resource – reduce cycle time for hiring processes, eliminate unneeded steps from the process, improve productivity
Sales – improve forecast reliability, pricing strategies, pricing variation, market share
Anyone – better understand customer needs and requirements; tailor service offerings to meet or exceed customer expectations
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Second Generation of Six Sigma
Six Sigma is part of the corporate business plan that is key to achieving business objectives, with top leadership support and involvement
Six Sigma must address the voice of the customer (VOC)
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Definition of Quality
Transcendent: Quality is something that is intuitively understood but nearly impossible to communicate, such as beauty or love. Product-based: Quality is found in the components and attributes of a
product. User-based: If the product or service meets or exceeds customers’ expectations, it has good quality. Manufacturing-based: If the product conforms to design specifications, it has good quality. Value-based: If the product is perceived as providing good value for the price, it has good quality.
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The quality of a product or service is the customer’s perception of the degree to which the product or service meets his or her expectations. Six Sigma is a customer-driven quality approach that aims at meeting or exceeding customer expectations.
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Perfection Consistency
Eliminating waste
Variation reduction
Fast delivery
Compliance with policies and procedures
Providing a good, usable product
Doing it right the first time
Delighting or pleasing customers
Meeting or exceeding customer expectations
Total customer service and satisfaction
Dimensions of Product Quality Based on the definitions of quality, Garvin developed the
following eight dimensions that describe product quality
1. Performance2. Features3. Reliability4. Conformance to standards5. Durability6. Serviceability7. Aesthetics8. Perceived quality
The recognition of these dimensions by management and the selection of the dimensions along which the business will compete is critical to business success
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Dimensions of Product QualityPerformance: Will the product do the job?Features/Added features: Does it have features beyond
the basic performance characteristics?Reliability: Is it reliable? Will it last a long time?Conformance: Does the product conform to the
specifications? Is the product made exactly as the design specified?
Serviceability: Can it be fixed easily and cost effectively?
Durability: Can the product tolerate stress without failure?
Aesthetics: Does it have sensory characteristics such as taste, feel, sound, look, and smell?
Perceived quality: what is the customer opinion about the product or service? How customers perceive the quality of the product or service?
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Customer-Driven QualityMeeting and exceeding customer
expectationsCustomers
ConsumersExternal customersInternal customers
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Principles of QualityFocus on customers Participation and teamworkProcess focus supported by continuous
improvement
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Customer Focus
Customer is principal judge of quality
Organizations must first understand customers’ needs and expectations in order to meet and exceed them
Organizations must build relationships with customers
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To meet or exceed customer expectations, organizations must fully understand all product and service attributes that contribute to customer value and lead to satisfaction and loyalty – called critical to quality (CTQ) characteristics. CTQs represent the important drivers of Six Sigma improvement efforts.
Competitive AdvantageCompetitive Advantage
Six Sigma driven by customer wants and needs
Makes significant contribution to business success
Matches organization’s unique resources with opportunities
Is durable and lastingProvides basis for further improvementProvides direction and motivation
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Six Sigma efforts are focused on building strong competitive advantage
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Improved quality of design
Higher perceived value
Increased market share
Higher prices
Increased revenues
Improved quality of conformance
Lower manufacturing and
service costs
Higher profitability
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Considerable evidence exists that Six Sigma initiatives positively impact bottom-line results from companies such as GE, Allied Signal, 3M, Xerox, Raytheon, Citibank, and many others.
Lean Six SigmaLean is an approach that seeks to improve
flow in the value stream and eliminate waste. It is about doing things quickly.
Six Sigma uses a powerful framework (DMAIC) and simple to advanced statistical tools to uncover root causes of the problem to understand and reduce variation. It is about doing things right (defect free)
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Lean and Six Sigma Lean is an approach based on the
removal of waste from service and manufacturing processes. Many companies have reported significant improvement through the removal of waste or non-value added activities.
Six Sigma improves quality through defect removal and process optimization. The improved quality leads to higher perceived value and increased market share thereby, increasing revenue and achieving higher profitability. Many companies have reported significant savings by reducing the cost of poor quality.
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Difference Between Lean and Six Sigma (1 of 2)
Lean Six Sigma
Theory Reduce waste Reduce variation
Application guidelines
Identify valueIdentify value streamFlowPullPerfection
DefineMeasureAnalyzeImproveControl
Focus Flow Problem
Assumptions Waste removal will improve performanceMany small improvements are better than systems analysis
A problem existsFigures and numbers are valuedSystem output improves if variation in all process is reduced
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Difference Between Lean and Six Sigma (2 of 2)
Lean Six Sigma
Primary effect Reduced flow time Uniform process output
Secondary effects
Less wasteFast throughputLess inventoryImproved quality
Less variationUniform outputLess inventoryImproved efficiencyImproved productivityImproved quality
Criticism Statistical analysis not valued
System interaction not consideredProcess improved independently
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Source: Lean Six Sigma: some basic concepts, NHS Institute for Innovation and Improvement
Integrating Lean and Six SigmaCompanies have reported that bringing the two
concepts- Lean and Six Sigma together delivers faster results.
While the objective of Lean is to create flow and eliminate waste from the process, Six Sigma improves process capability and reduces variation thereby improving quality and reducing cost. If a company just applies Six Sigma, it cannot maximize the potential of the organization. Lean is really an enabler for Six Sigma.*
*The Power of Six Sigma, Chowdhury, S., Prentice Hall, London.
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Integrating Lean and Six SigmaMore and more companies are realizing
that it is possible to achieve dramatic improvements in cost, quality, and time by using the above techniques.
Several companies including Toyota, General Electric, Motorola, and many others have accomplished impressive results using one or the other technique. However, using only one of the above techniques- Lean, Six Sigma, or Design for Six Sigma has limitations.
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LEAN and SI X-SI GMA TOOLSHow they can achieve enterprise excellence?
LEA N TOOLS
Se v e n T y pe s o f W a ste s
5S
Sta nda rdize W ork
W ork F low A na ly s is
Single Pie ce F low
W ork pla ce La y out a ndOrga niza tion
Va lue Stre a m Ma pping
Root Ca use A na ly s is
Re - e ngine e r ing
I nte gra te d Product a ndProce ss
De v e lopm e nt
Ka ize n( continuous im prov e m e nt)
J idok a ( Qua lity a t source )
J ust- in- tim e
Ce llu la r m a nufa ctur ing
One - pie ce fl ow
Cy c le T im e Re duction
Se tup T im e Re duction
Pull Sy ste m ( Ka nba n)
Production Sm oothing
Ba la nce d work fl ow
TPM( T ota l Productiv e
Ma inte na nce )
Visua l Ma nufa ctur ing
Visua l Ma na ge m e nt
I nv e ntory Re duction
A chie v e Ente rpr iseEx ce lle nce
Custom e r Focus
Re duce d Cy c le T im e a ndFa st Re sponse T im e
Proce ss Ca pa bility a ndMa tur ity
Continuous Proce ssI m prov e m e nt
Optim ize d F low A cross theEnte rpr ise
Le a de rship I nv o lv e d in I m prov e m e nt
Optim iza tion o f Hum a nRe source s a nd Ca pa bilitie s
Se a m le ss F low o fI nfo rm a tion
High Qua lity
Low Cost
Effi cie nt A lloca tion a ndOptim a l use o f Re source s
SI X- SI GMA T OOLS
DMA I C( De fi ne ,Me a sure , A na ly ze ,
I m prov e , Contro l)
Sta tis tica l T hink ing
Va r ia tion( Me a sure m e nt a nd
Re duction)
Pro j e ct Focus ( 1 - 3 m onths o r m ore )
Proce ss Ma pping
Ba s ic Sta tis tica l Too lsDe scr iptiv e a nd I nfe re ntia l
Gra phica l a nd Visua l T oo lsus ing MI NI TA B
Sim ple Gra phica l Too ls toso lv e
Qua lity Proble m s
Funda m e nta ls o f Contro lCha rt
Proce ss Ca pa bility ( Cp, Cpk )
Me a sure m e nt sy ste mA na ly s is
( Ga ge R & R)
Hy pothe s is Te sting( Diff e re nt Ca se s)
Contro l Cha rts us ingCom pute r
Sta tis tica l Proce ss Contro l
A na ly s is o f Va r ia nce( A NOVA )
Re gre ss ion A na ly s is a ndMode ling
De s ign o f Ex pe r im e nts( DOE)
Re sponse Surfa ceMe thodo logy
( RSM)
Fa ilue Mode s a nd Eff e ctsA na ly s is ( FEMA )
Othe rs a s ne e de d
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Design for Six Sigma (DFSS)
Design for Six Sigma (DFSS) (1)DFSS is a systematic methodology to design new
products or processes so that quality is built into every phase of product design. It is also used for improving existing products through redesign.
The roots of DFSS are in systems engineering. It combines systems engineering methodology with statistical methods to achieve ‘built-in quality’ objectives.
DFSS optimizes the critical to quality (CTQ) characteristics to achieve the best system performance. (CTQs are the selected few measurable quality characteristics that are key to a specific product, process, or service that must be controlled to meet or exceed customer expectation).
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Design for Six Sigma (DFSS) (2)
The DFSS methodology has been identified by a five-step process: DMADV that stands for Define, Measure, Analyze, Design, and Verify. These are explained briefly.
Define: determine the project need, identify the project goals and objectives, determine customers’ needs and requirements, and include the voice of customers (VOC)
Measure: determine the characteristics critical to quality, prioritize customer needs and requirements, and assess customers’ needs and CTQ metrics
Analyze: evaluate the process options to meet customers need and CTQs
Design: design product and process to meet the customer requirements, include customer requirements in the development process
Verify: check the design to ensure that the customers’ requirements are met
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Design for Six Sigma (DFSS) (3)
Unlike Six Sigma process, DFSS is relatively new and not standardized therefore, there are inconsistencies in the methodology, tools, and models companies employ.
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Design for Six Sigma (DFSS) (4)
DFSS uses Robust Design (product is designed so that small variations in production or assembly do not adversely affect the product), Design of Experiment (DOE), Design for Manufacturability, Simulation and several other tools to optimize product design.
DFSS balances the cost and quality.
DFSS reduces the development cycle time in the long run.
In DFSS, both engineering methods and statistics are used to optimize the design requirements.
Like Six Sigma, the DFSS also uses a collection of tools. These tools must be understood in context to the engineering design for achieving DFSS objectives.
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DFSS ProcessThe process of DFSS can be divided into four categories described below. These are very similar to the IDOV process described above.
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1.Concept Development and Concept Engineering (CE)2. Design Development
3. Design Optimization
4. Design Verification
DFSS Process1. Concept Development and Concept
Engineering (CE)
Concept development involves developing product concepts and functionality based on the critical to quality characteristics (CTQs), voice of customer (VOC), technological capabilities, and other economic considerations.
This stage is about bringing innovative ideas to the product that do not currently exist. This is done through listening to the voice of customers that helps determine the critical quality characteristics.
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DFSS Process
Tools available to aid in the product design and development process.
Quality Function Deployment and House of QualityConcurrent EngineeringCAD/CAMRobust DesignDetailed Design and Analysis (Tolerance Design,
Design for Manufacturability, Standardization and Simplification)
Failure Mode and Effects Analysis (FMEA)Reliability Testing
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DFSS ProcessQuality Function Deployment (QFD) is an approach used to meet the customers’ requirements in the product design and development phase.
It helps to integrate the voice of customers and critical quality characteristics in the design of the products so that the products meet or exceed customer expectations.
QFD helps eliminate the traditional and wasteful design/redesign efforts by identifying and incorporating customer requirements at the earliest stage of design. Other benefits of QFD include
closer interaction between marketing, design, manufacturing, purchasing, and suppliers
reduced product development time, faster market entry, and customer focus.
An example of QFD is shown on the next slide
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57
Cu
sto
me
r R
eq
uir
em
en
ts (
Vo
ice
of
the
cu
sto
me
r)
Relationship between customerrequirements and technical
descriptors
Prioritized technicaldescriptors
Technical descriptors(voice of the organization)
CompetitiveEvaluation
Interrelationship betweentechnical descriptors
Prioritized customerrequirements & Weights
58
Structure of House of Quality Matrix
CustomerRequirements
REQUIREMENT
#1
REQUIREMENT
#2
REQUIREMENT
#3
REQUIREMENT
#4
REQUIREMENT
#5
REQUIREMENT
#6
REQUIREMENT
#7
REQUIREMENT
#8
REQUIREMENT
#9
REQUIREMENT
#10
Pro
du
ct R
eq
uir
em
en
ts
Interrelationship matrix
Prim
ary
Seco
ndar
y
Cust
om
er
Req
uir
em
en
ts(W
HATs
)
Pri
orit
ized
Cus
tom
erRe
quir
emen
t
Relationship between CustomerRequirements and Technical
Descriptors
+9 Strong
Medium
Weak
+3
+1
Our
pro
duct
A's
Pro
duct
B's
Pro
duct
Cus
tom
erco
mpe
titi
veas
sess
men
tC
's P
rodu
ct
D's
Pro
duct
Impo
rtan
ce t
o cu
stom
er
Targ
et v
alue
Scal
e-up
fac
tor
Sale
s po
int
Abs
olut
e w
eigh
t an
d pe
rcen
t
Our productA's Product
B's ProductTechnicalcompetitiveassessment C's Product
D's Product
Degree of technical difficulty
Relative weight and percent
Absolute weight and percent
Target value
Prioritized Technical Descriptors
Primary
Secondary
Technical Descriptors (HOWs)
Interrelationship between technicaldescriptors (HOWs vs. HOWs) and symbols
+9 Strong positive
Positive+3
-3 X Negative
-9 * Strong Negative 2
1
Relationship Matrix Symbols
3
4
5
6
7
8
Relationship Matrix
59
Light weight
Strength and durability
Reliability
Easy to operate
Look and appearance
Nice finish
Easy to assemble and disassemble
Low total cost of ownership
Low parts cost
Compact easy to store
Easy to clean
Seco
nd
ary
Pri
mary
Perf
orm
an
ce &
Featu
res
Aest
heti
csO
pera
tion
,sto
rag
e,
main
ten
an
ce c
ostCu
stom
er
Req
uir
em
en
ts(W
HATs
)Primary
Secondary
Material
Alu
min
um
Hig
h im
pact
pla
stic
Mfg. Process
Inje
ctio
n m
oldi
ng
Plas
tic
mol
ding
Mac
hini
ng
Manufacturing, assembly, servicing
No.
of
part
s to
ass
embl
e/di
sass
embl
e
Mod
ular
des
ign
Labo
r co
mpl
exit
y
Dis
-ass
embl
y &
re-
assy
tim
e to
cle
an
Ease
of
repl
acin
g pa
rts/
suba
ssem
bly
Man
ufac
turi
ng c
ost/
tim
e
Technical Descriptors(HOWs)
On
year
ser
vice
/war
rant
y co
st
60
2 1 6 5 6 7 9 5 2 6 7 6
0 5 5 0 5 5 5 3 0 5 5 0
93 414 333 103 85 414 388 86 120 288 45 171
161 959 748 237 151 988 948 214 277 720 97 350
Prioritized Technical Descriptors
Cu
stom
er
Req
uir
em
en
ts(W
HA
Ts)
Technicalcompetitiveassessment
Impo
rtan
ce t
o cu
stom
er
Targ
et v
alue
Scal
e-up
fac
tor
Sale
s poi
nt
Abs
olute
wei
ght
Ran
k
Pri
orit
ized
Cus
tom
erR
equi
rem
ent
8 4 1.3 2.0 20.8
4 5 1.3 2.0 10.4
6 4 1.0 1.5 9.0
9 4 1.3 2.0 23.4
6 3 1.0 2.0 12.0
7 3 1.0 1.5 10.5
8 5 1.7 2.0 27.2
6 5 1.7 2.0 20.4
4 4 1.0 1.0 4.0
7 4 1.3 1.5 13.7
8 4 1.3 1.5 15.6
3
9
10
2
7
8
1
4
11
6
5
Interrelationship between technicaldescriptors (HOWs vs. HOWs)
Light weight
Strength and durability
Reliability
Easy to operate
Look and appearance
Nice finish
Easy to assemble and disassemble
Low total cost of ownership
Low parts cost
Compact easy to store
Easy to clean
Seco
nd
ary
Pri
mary
Perf
orm
an
ceA
est
heti
csO
pera
tion
,sto
rag
e,
main
ten
an
ce c
ost
Primary
Secondary
Material
Alu
min
um
Hig
h im
pact
pla
stic
Mfg. Process
Inje
ctio
n m
oldi
ng
Plas
tic
mol
din
g
Mac
hini
ng
Manufacturing, assembly, servicing
No.
of
part
s to
ass
embl
e/di
sass
embl
e
Mod
ular
des
ign
Labo
r co
mpl
exit
y
Dis
-ass
embly
& r
e-as
sy t
ime
to c
lean
Ease
of
repla
cing
par
ts/s
uba
ssem
bly
Man
ufac
turi
ng
cost
/tim
e
Technical Descriptors(HOWs)
One
yea
r se
rvic
e/w
arra
nty
cost
+9 Strong positive
Positive+3
-3 X Negative
-9 * Strong Negative
X
X X
3
4
4
3
3
3
3
4
3
3
3
4
4
5
4
4
4
5
2
3
4
4
3
3
4
3
3
3
3
4
3
3
4
Our product
A's Product
B's Product
0 5 5 0 5 5 0 0 0 5 5 0
0 5 5 0 0 4 5 5 4 0 0 5
5 0 0 5 5 0 8 5 0 5 0 4 Ou
r p
rod
uct
A's
Pro
du
ct
B's
Pro
du
ct
Cu
stom
erco
mp
etit
ive
asse
ssm
ent
Relationship betweenCustomer
Requirements and TechnicalDescriptors WHATs vs.
HOWs
Medium
Strong
Weak
+3
+1
+9
Relationship Matrix
Degree of technical difficulty
Target value
Absolute weight
Relative weight
61
Low p
arts
cost
Reliab
ility
Streng
th a
nd du
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ity
Nice fin
ish
Look
and
app
earan
ce
Compa
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e
Easy
to cle
an
Low c
ost o
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Light
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Easy
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Easy to
asse
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/disa
ssem
ble
30
25
20
15
10
5
0
Abs
oute
Wei
ght
Prioritized Customer Requirements
1000
800
600
400
200
0R
elat
ive
Wei
ght
Prioritized Technical Requirements
Six Sigma or Design for Six Sigma? Unlike Six Sigma, the Design for Six Sigma (DFSS) is not standardized
and is not deployed well in industry.
The goal of DFSS is to address and incorporate quality issues early in the design/redesign process using robust design methodologies.
Companies who have successfully employed Six Sigma program have found that once they achieve 5-sigma quality levels (233 defects per million opportunities), they must design or redesign their products, processes and services by means of DFSS to surpass this quality level.
The cost to correct the potential design problems to reduce the defect level to achieve higher quality level (above 4-sigma) is usually greater than the projected cost savings of the further improvement effort. It is therefore important that the quality must be built in the design phase, and the quality issues must be addressed early in the design process.
To achieve Six Sigma quality level the companies must determine where the Six Sigma activity occurs in the life cycle of the product. In other words, the companies must determine when to apply the Design for Six Sigma or DFSS approach.
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Six Sigma, Lean or Design for Six Sigma?
There is a need for an integrated approach to achieve the overall objectives.
It is important for the companies to identify and initiate appropriate projects based on Six Sigma, Lean, or Design for Six Sigma depending on the objectives and priorities.
Sometimes a combination of these methodologies is needed as an integrated approach to achieve the overall objectives of improving quality, reducing defect and becoming a Six Sigma company, reducing cost, eliminating waste, providing speed and reliability of delivery, incorporating flexibility and innovation in products and services, and meeting or exceeding customers’ expectation.
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How do you listen to customers to obtain actionable information?
How do you listen to potential customers, and customers of competitors to obtain actionable information and to obtain feedback on your products, customer support, and transactions, as appropriate?
How do your measurements capture actionable information for use in exceeding your customers’ expectations and securing your customers’ engagement?
How do you determine customer dissatisfaction? How do your measurements capture actionable information for use in meeting your customers’ requirements and exceeding their expectations in the future?
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Listening to the voice of the customer might include gathering and integrating various types of customer data, such as survey data, focus group findings, blog comments and other social media data, warranty data, marketing and sales information, and complaint data that affect customers’ purchasing and engagement decisions - all the above : DFSS, QFD, Six Sigma)
How do you identify and innovate product offerings to meet the requirements and exceed the expectations of your customer groups and market segments (identified in your Organizational Profile)? How do you identify and innovate product offerings to enter new markets, to attract new customers, and to provide opportunities for expanding relationships with existing customers, as appropriate? (all the above : DFSS, QFD, Six Sigma)
How do you consider customers of competitors and other potential customers and markets in this segmentation? (all the above : QFD)
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Customer Data Use How do you use customer, market, and product offering information to improve marketing, build a more customer-focused culture, and identify opportunities for innovation? ((all the above : QFD and DFSS)
How do you market, build, and manage relationships with customers to achieve the following? acquire customers and build market share, retain customers, meet their requirements, and exceed their expectations in each stage of the customer life cycle increase their engagement with you (all the above : Six Sigma)
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